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Jaipur (Rajasthan) [India], June 24: Shyam Dhani Industries Limited (NSE – SHYAMDHANI), one of Rajasthan’s largest and most recognized spice brands, specializing in premium-quality IPM and ETO-free spices, has announced an ambitious growth roadmap to achieve a business turnover of ₹300 Cr over the next three years. The Company, known for its ‘Shyam’ brand offering 163+ varieties of spices across General Trade, Modern Trade, Quick Commerce, Export, Private Label, and HoReCa segments, is targeting an annual growth rate of 25–30%, building on FY26 turnover of ₹146.22 Cr, representing a growth of 17%.

Key Highlights

• FY26 turnover: ₹146.22 Cr, registering 17% year-on-year growth 
• Target turnover: ₹300 Cr within the next three years 
• Expected annual growth rate: 25-30% 
• Brand Ambassador: Film actress Preity G. Zinta 
• Four-pronged growth strategy: Expansion of Kirana and multi-brand retail network, strengthening e-commerce presence, and increasing exports to China, the Middle East, and Europe 
• Modern spice processing plant in Jaipur equipped with cool-grinding technology, operational since March 2025
• Adoption of Integrated Pest Management (IPM) practices to enhance spice quality and support traditional farming among farmers

Strategic Significance:

Shyam Dhani Industries Limited growth strategy is centered on strengthening its retail and e-commerce footprint domestically, while simultaneously scaling up its export presence across key international markets. The Company’s focus on rising consumer demand for healthy and high-quality spices has driven significant investment in modern manufacturing infrastructure, including a state-of-the-art spice processing plant powered by cool grinding technology that helps preserve the herbal value of each spice.

The Company’s adoption of Integrated Pest Management practices further reinforces its commitment to sustainable and quality-driven sourcing. By encouraging farmers to follow traditional farming methods that avoid restricted pesticides, the Company aims to consistently deliver superior quality products, positioning itself well to capture the growing health-conscious consumer base both in India and abroad.

About Shyam Dhani Industries Limited

Shyam Dhani Industries Limited, established on October 19, 2010, in Jaipur, Rajasthan, is a fast-growing spice manufacturing company committed to delivering high-quality products across India. The Company transitioned from a private limited entity to a public limited company on October 8, 2024, marking a key milestone in its growth journey. Another significant milestone was achieved in December 2025, when the Company was listed on the National Stock Exchange of India (NSE), further strengthening its growth trajectory, enhancing its market presence, and reinforcing its commitment to creating long-term value for stakeholders.

The company operates a modern manufacturing facility in Manpura road, Jatawali, Near Delhi Bypass, Tehsil Chomu, Jaipur, Rajasthan, supported by a registered office that also houses its packaging unit and research & development department in the Vishwakarma Industrial Area, Jaipur. It specializes in producing over 163 varieties of spices, sourcing raw materials directly from mandis and suppliers across the country to ensure quality and consistency.

Its diverse product portfolio includes ground spices, blended spices, whole spices, and essential grocery items. With a strong presence across more than 10 Indian states, its products are widely available through leading retail chains. The company has also expanded its footprint internationally, catering to markets such as UAE, Oman, Nepal, Saudi Arabia, Mongolia. 

For FY26, the company has reported Total Income of ₹ 146.22 Cr, EBITDA of ₹ 16.95 Cr & PAT of ₹8.54 Cr.

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Mumbai (Maharashtra) [India], June 24: Artificial Intelligence is expected to become one of the biggest drivers of change in Mumbai’s real estate sector over the next five years, according to a new market intelligence report released by Palladian Partners Advisory Limited. Titled “AI & Mumbai Real Estate 2030: Intelligence Becomes the New Location,” the report outlines how AI is set to reshape research, pricing, marketing, sales and land acquisition across the Mumbai Metropolitan Region.

Key Highlights

• 60–70% of Mumbai home searches could begin through AI interfaces by 2030.
• Broker productivity is expected to improve by 2–3 times.
• Sales productivity could rise by 35–40%.
• Campaign development time may decline by 70%.
• Customer acquisition costs could fall by 20–25%.
• Land acquisition and due diligence cycles may become 30–35% faster.

The study estimates that by 2030, nearly 60–70% of home searches could originate through AI-powered interfaces, while broker productivity could improve two to three times through AI-assisted workflows. Sales productivity is projected to increase by 35–40%, and customer acquisition costs could decline by up to 25%.

The report further highlights that AI is compressing decision cycles across the industry, enabling developers and brokers to move faster, optimize pricing, shorten campaign turnaround times and improve customer engagement.

Mr. Chandresh Vithalani, Partner, Palladian Partners Advisory Limited, said, “For decades, location determined value. Going forward, intelligence will become equally important. The winners in real estate will be those who can turn data into decisions faster and serve customers with greater speed and accuracy.”

Mr. Kamal Shah, Partner, Palladian Partners Advisory Limited, said, “AI is not replacing brokers or advisors. It is making them more productive. Technology will help professionals spend less time on repetitive tasks and more time advising customers and closing transactions.”

Mr. Piyush Rambhia, Partner, Palladian Partners Advisory Limited, said, “Mumbai’s micro-markets will adopt AI differently. Markets driven by launches will benefit from faster go-to-market cycles, while growth corridors with strong land activity will gain from quicker due diligence and better decision-making.”

According to the report, campaign creation timelines could shrink by 70%, lead qualification cycles by 80%, and land acquisition processes by as much as 35%. The study also points to the emergence of data centres and computing infrastructure as a new institutional asset class supporting the AI economy.

The report concludes that as buyer journeys increasingly begin through AI interfaces, intelligence may become as important as location in determining competitiveness and value creation in Mumbai real estate.

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Yuthika; Expanding its presence across hair color, skincare & personal care category

Mumbai (Maharashtra) [India], June 24: Yuthika is expanding its presence across the hair color, skincare, and personal care categories amid growing demand for herbal and ingredient-conscious beauty products. Strengthening its skincare range, Yuthika offers the Yuthika Naturals Face Wash Range and Nisha Naturals Bright Glow Aloe Vera Gel. 

The global beauty and personal care industry is witnessing a significant transformation as consumers increasingly gravitate toward ingredient-conscious and wellness-focused products. Among the fastest-growing categories are herbal hair color, skincare, and personal care products, driven by evolving consumer preferences and growing awareness of natural ingredients and their benefits.

India continues to play an important role in the global beauty market, particularly in herbal and henna-based categories. The country’s longstanding association with natural beauty traditions and botanical ingredients has strengthened its position as a key supplier of beauty and personal care products to international markets.

Reflecting this growing demand, Yuthika has expanded its presence across skincare and personal care categories.  Its skincare range includes the Yuthika Naturals Face Wash range, featuring Neem Purifying Face Wash, Strawberry Radiant Glow Face Wash, and Orange Brightening Face Wash. Developed for everyday skincare needs, the range focuses on cleansing, freshness, and skin-enhancing benefits.

Yuthika also offers Nisha Naturals Bright Glow Aloe Vera Gel, enriched with 100% Aloe Vera. Designed as a multipurpose face and body gel, the product provides soothing, hydrating, and nourishing care. Industry observers note that aloe vera-based products continue to attract consumers seeking simple, effective, and versatile skincare solutions.

According to market trends, products that combine natural ingredients with ease of use and multifunctional benefits are becoming increasingly popular. 

The hair color segment is also evolving beyond its traditional role as a cosmetic category. Analysts observe that hair coloring has become part of regular grooming and personal expression among consumers across different age groups. Demand for products that offer color performance alongside conditioning and hair care benefits continues to influence product development across the industry.

Within this growing market, Indian manufacturers specializing in herbal and henna-based formulations are investing in research, manufacturing capabilities, and international expansion. These efforts are helping strengthen India’s presence in global beauty and personal care markets.

Yuthika traces its roots to henna cultivation activities in Sojat, Rajasthan, a region widely recognized for henna production. Over the years, it has expanded into manufacturing and export operations focused on beauty and personal care products.

The company also maintains a strong presence in the hair color segment through its range of henna-based hair color, crème hair color, and mehendi products. Yuthika’s portfolio includes brands such as Nisha, Neeta, Yuthika Naturals, and, D’NOUR covering categories such as henna based hair color, crème hair color, mehendi cone & powder, shampoos, skincare, and personal care solutions. The company exports to multiple international markets across regions including Southeast Asia, the Middle East, Africa, and Latin Amerisca.

Industry analysts believe demand for herbal and ingredient-conscious beauty products will continue to grow as consumers increasingly seek products aligned with wellness-focused lifestyles. Advances in manufacturing, packaging, and product development are further supporting innovation across the sector.

Digital commerce and social media have also accelerated consumer awareness, making it easier for individuals to research ingredients, product benefits, and brand values before making purchasing decisions.

Industry observers believe the increasing demand for herbal, skincare, and personal care products will continue to shape the next phase of development within the global beauty market. 

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New Delhi [India], June 24: Mayank Cattle Food Ltd., one of the emerging players in the animal nutrition and cattle feed industry, has announced that its Board of Directors will meet on July 7, 2026, to consider and approve a proposal for the issuance of bonus shares, subject to requisite approvals and compliance with applicable regulatory requirements.

The company informed the Bombay Stock Exchange that the proposed bonus issue will be considered at the upcoming board meeting scheduled on Tuesday, July 7, 2026. The announcement reflects the company’s confidence in its growth trajectory and its commitment to enhancing shareholder value.

In accordance with the SEBI (Prohibition of Insider Trading) Regulations, 2015, the trading window for dealing in the securities of the company has been closed from June 24, 2026, and will remain closed until July 9, 2026 (both days inclusive).

Mayank Cattle Food Ltd. is engaged in the manufacturing and marketing of cattle feed and animal nutrition products. The company caters to the growing needs of the livestock and dairy sectors by offering quality feed solutions designed to improve animal health and productivity.

Over the years, the company has focused on expanding its market presence, strengthening its distribution network, and enhancing operational efficiencies. Its commitment to product quality and customer satisfaction has enabled it to establish a strong position in the cattle feed industry.

The company continues to emphasize sustainable growth, innovation, and responsible business practices. By maintaining high standards of corporate governance and transparency, Mayank Cattle Food Ltd. aims to create long-term value for its shareholders while contributing to the development of the agricultural and livestock ecosystem.

Investors and market participants will closely watch the outcome of the Board Meeting scheduled for July 7, 2026, where the proposal for the issuance of bonus shares will be considered.

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Prashanth Reddy, Founder & MD, Anvayaa Kin Care

Hyderabad (Telangana) [India], June 24: For decades, the joint family was India’s invisible elder care infrastructure. It worked because geography, economics and social expectations were aligned. Parents, children and grandchildren were often close enough for care to happen naturally. A missed medicine, a hospital visit, a fall or sudden health concern could be noticed within the household.

That alignment is now breaking down. Urbanisation has dispersed families across cities and continents. A child in Bengaluru or Boston may care deeply for a parent in Hyderabad, but cannot physically check on them on a Tuesday morning. At the same time, India’s senior population is growing faster than families can absorb, with the country expected to have over 300 million seniors by 2050. Many will live alone or with an ageing spouse.

The change is also attitudinal. Today’s seniors are more health-literate, financially independent and less willing to uproot their lives to move in with children. They want to age in their own homes, in their own cities and on their own terms. This combination of distance, independence and ageing is turning elder care into an organised services market.

Families do not seek professional support because they love their parents less. They seek it because they recognise the limits of what love alone can provide across distance. What they need is a trusted, professional layer of care that can act as their presence on the ground.

The first barrier in elder care is trust. A family will not hand over the daily welfare of a parent unless it is confident that the person entering the home is trained, vetted and genuinely invested. Trust cannot be built through marketing alone. It has to be earned through consistent presence on the ground.

The second challenge is trained care management. Elder care is not simply about sending someone home for a visit. Seniors may need support with chronic disease management, fall prevention, cognitive decline, medicines, diagnostics, hospital visits, recovery after discharge and companionship. Training people for this work is difficult. Retaining them in a demanding sector is equally difficult.

Medical coordination is where the complexity increases. An elderly person may manage three to five chronic conditions, consult multiple specialists and take several medicines. Families need someone who can understand what is routine, what is a warning sign and when escalation is required. They also need clear communication, because the adult child may not be medically trained but still needs reassurance.

Emergency response is non-negotiable. In a fall, cardiac event or sudden deterioration, a delayed response can affect survival and quality of life. A helpline alone is not enough. Serious elder care requires trained responders, protocols and 24/7 coverage across geographies.

This is why organised elder care is operationally complex. Pricing matters, but it comes after trust. When families understand that they are not paying only for a care manager, but for a comprehensive support system, the conversation shifts from cost to value.

In most cases, the buyer is the adult child and the beneficiary is the parent. The decision is rarely made in a calm planning conversation. It is usually triggered by a crisis: a fall, a hospitalisation, a health scare, or the moment a child leaves India and realises there is no reliable support system behind.

NRIs are among the most motivated customers because the distance is greatest and the emotional cost of a care failure is high. Working children in Indian metros face a similar challenge. Dual-income households, long commutes and demanding careers mean they often have the intent to care, but not the bandwidth to provide consistent care.

Corporates are also emerging as an important customer. Companies are beginning to recognise that an employee whose parent is unwell, alone or unmonitored is likely to be anxious and distracted. Elder care benefits today are where crèche benefits were years ago. Anvayaa’s partnership with Infosys to support the parents of employees is one example of where the market is heading.

Over the next five years, serious elder-care companies will be defined by depth, not just coverage. The important capabilities will include routine wellness, preventive monitoring, chronic care support, hospitalisation assistance, recovery, companionship, technology and emergency response. Episodic care will not build trust. Longitudinal relationships will.

Technology will help, but it will not be a differentiator by itself. Remote monitoring, health dashboards and emergency alerts are useful only when backed by a human response layer. Serious players will use technology to strengthen human judgement, not replace it.

Preventive monitoring will also become central. The stronger model will be the one that helps keep seniors out of hospitals, not only the one that responds well after a crisis. Hospital partnerships will matter because discharge planning for elderly patients remains one of the most underserved gaps in Indian healthcare.

The difference between a basic home-service provider and a serious elder-care company is accountability. A home-service provider completes a task. A serious elder-care company takes ownership of an outcome.

Anvayaa was founded ten years ago on the belief that families needed a trusted professional presence they could rely on from a distance. As India’s family structures change, that belief has become more relevant. The future of elder care will not be about replacing the family. It will be about supporting families so seniors can age with dignity, safety and confidence at home.

Kandla (Gujarat) [India], June 24: Deendayal Port Authority, Kandla has achieved a new milestone in LPG handling during FY 2025-26, reinforcing its position as one of India’s premier energy ports.

During the current financial year, DPA successfully handled 133 LPG vessels, registering a throughput of 2.61 Million Metric Tonnes (MMT) of LPG cargo. This represents a remarkable 25% Year-on-Year growth compared to the previous fiscal year.

This achievement underscores DPA’s enhanced operational efficiency, improved infrastructure capabilities, and commitment to meeting the nation’s growing energy demands. The consistent growth in LPG handling is a testament to the coordinated efforts of port officials, terminal operators, and stakeholders and aligns with the Government of India’s vision of ensuring energy security and strengthening port-led development.

Under the visionary leadership of Hon’ble Prime Minister Shri Narendra Modi Ji, India’s maritime sector has witnessed unprecedented growth and transformation over the past decade. The Ministry of Ports, Shipping and Waterways has lauded DPA’s performance under the theme “12 Saal – Vishwas ke, Vikas ke, Jan-Kalyan ke”, highlighting the port’s contribution towards national development, energy security and public welfare through robust maritime logistics.